Thursday, June 7, 2012

Scope creep can turn what sounds like a relatively simple project into a never-ending assignment without clear
directions from the outset. It was to be a pretty straightforward task; develop
an interactive website in which the client would be able to input daily data changes
along with the ability to edit basic content. The plan was to develop a website
in which the client would be able to manage upon completion. The client was a
friend and the rate was a flat fee. Two big mistakes if return on investment is
your primary objective.

Portny, Mantel, Meredith, Shafer, Sutton, and Kramer (2008) define scope
creep as “The natural tendency of the client, as well as project team members,
to try to improve the project’s output as the project progresses” (p.350). After
presenting the client with a general look and navigation structure, we met for
a brainstorming session. He liked the initial design but he had some very specific
ideas as well. The brainstorming session turned into a redesign marathon. After
several hours of executing his ideas we had established a virtually complete
design and structure. We concluded the meeting feeling comfortable with our
progress. In the following days, I finished up some technical issues and
essentially handed the project over, or so I thought.

As a friend, the client knew that
I would be available for additional help, particularly with any technical
issues, and he began managing the site smoothly. However, the more that he
interacted with the site, the more ideas he developed. Hitt states to
“communicate clearly what the plan entails” (2009, p.499) and Stolovich
(Laureate Education, Inc., n.d.) insists to make clear, “This is where it
begins. This is where it ends”. New graphics were creeping in along with more animation
and interactivity. I liked the ideas and accepted the request. A little at a
time, I would continue to add additional levels of interactivity. These changes
were purely cosmetic so there was no clear deadline. Eventually the requests
ended and the project was ultimately a success.

This project was certainly more
of a personal nature than a professional one and the scope creep in this
project came as a result of wanting to assist a friend. This can easily occur
in a professional arena as well when the project manager accepts additional
tasks with the desire of pleasing the client. Stolovich (Laureate Education,
Inc., n.d.) states “Saying ‘no’ is one of a PM’s essential tools for
controlling scope creep”. Had the scenario not been personally related,
considering the impact of the request is a must. Learning to say “no” can
virtually make or break a project with a strict timeline and budget.

Welcome

Welcome to my Instructional Design blog. As you can see from previous posts, this blog relates to the field of Education and Instructional Design. Newer posts will begin to focus more on Distance Learning as it relates to ID. I hope you enjoy the blog and hope that we are able to share thoughts regarding our understanding of ID and Education. Happy reading!

About Me

Dad, Designer & Student.
I am currently a student at Walden University pursuing a Master’s degree in Instructional Design and Technology. It has been quite a challenge managing life and school, but it has already proven rewarding to return to the educational arena.